Introduction
We are in year two of our CNWL Strategy for 2022-25. When we wrote the strategy, it reflected the input of our service users and carers, staff, communities we serve and partners we work alongside. It responds to the challenges and opportunities we all still face today, and that we anticipated facing in years to come. It is a practical document, with a three-year programme of work we will only be able to deliver with the leadership of our staff, patients and partners.
Our CNWL Strategy for 2022-25
CNWL’s Strategy for 2022-25 is for everyone. Every member of staff should incorporate it into their daily work to ensure that we achieve our vision of “Wellbeing for Life”.
“Wellbeing for Life” applies to both our patients and our staff, with our ambition being great care for our patients and services and great people who work here and with us.
We are delivering this ambition through our “5,4,3,2,1” model which includes five practical, strategic priorities that will aid us in achieving our goal of improving the health and wellbeing of our patients. These include:
- Focus on excellent care – where we place our energy and how we ensure this is guided by how we best deliver excellent care
- Attract, include and retain at all levels – making CNWL a great place to work
- Strong local partnerships – a step change in how we work with communities and third sector
- Simple effective processes – making the right thing to do, the easy thing to do
- Digitally-enabled, data-driven – our digital and data infrastructure and literacy as a key enabler to the changes we want to make
The Strategy runs alongside our annual Operating Plan, delivering an agreed programme of work led by the Executive leads and monitored by the Trust Board.
Our focus in 2023: Year 2
Our deliverables and measures for 2023 still reflect the CNWL Strategy for 2022-25, with updates reflecting wider feedback from staff, patients and key partners.
An area of renewed focus this year is on ‘valuing the basics’, with an emphasis on getting our core fundamentals right, which support excellent CQC standards (safe, effective, caring, responsive, well led).
For us, this means thinking ‘SWEDE’ - Staff, Waiting Times, Environment, Documentation and Engagement. SWEDE is a simple way to reinforce vital tasks which improve patient care and set a solid foundation on which the CNWL Strategy for 2022-25 can be delivered.
Our strategic principles
Principle meaning: A focus on where we place our energy and focus to deliver excellent healthcare services.
What are our priorities for Year 2?
- Delivery of year 1 quality priorities
- Focus on ”back to the basics” standards – SWEDE (staff, waiting times, environment, documentation, engagement
- Transition from the current serious incident framework across to the Patient Safety Incident Response Framework (PSIRF)
- Continued drive of co-production in all improvement/safety work
- Roll out of the Suicide Prevention Strategy
- Roll out of See/Think/Act to remaining inpatient sites
- Deliver the ambitious set out in the “Year of the Child” Programme
How are we going to deliver this?
- Keeping a relentless focus on delivering the highest quality services, supported by our Safety Strategy, QI approach and the adoption of human factors approach
- Ensuring that all our staff are enabled to consistently achieved core expectations on areas like training, induction, supervision and key management information
- Knowing when we can do more or do better working with partners and doing so really effectively
- Enabling all our people, including our leaders and wider system roles, to strike the right balance between internally and system focused work
Executive owners:
Dr Con Kelly, Chief Medical Officer
Maria O'Brien, Chief Nurse
Principle meaning:
- Attract – We want to continue to attract new talent to the organisation and specifically staff from diverse backgrounds into senior roles
- Include – We want all our staff to be supported by their line managers, treated with respect, compassion and with fairness
- Retain – We want our staff to stay with us, to have long career and in particular ensure our BAME staff and those with other protected characteristics have the same opportunities to progress from lower to middle and middle to senior band roles
What are our priorities for year 2?
- 21 Century Leadership Programme evaluation and next phase business case
- People First Programme and supporting process improvements
- At-scale recruitment approach for key roles and for Bank
- To get better insights into reasons for leaving at a deeper level and mature our approach to retention
How are we going to deliver this?
- To develop a joint plan across divisions, clinical and corporate recruitment maturing the Trust's approach productivity and workforce planning across finance, operations and workforce
- We will maximise all recruitment opportunities locally, at trust level and run dedicated recruitment campaigns for critical professions
- We will use the best practice retention tool to help teams assess and improve what they do to retain staff
- Shape and focus the support of our 21st Century Leadership Programme to act as the umbrella for our management development programmes with dedicated executive steering and assurance, and an initial focus on key training competencies for 8A/8B bands. We will develop our SCARF approach
- Take a proactive approach using a sponsorship model to support the progression of our BAME staff from band 8a to band 8b and 8c roles while simultaneously supporting the progression of other groups of staff with protected characteristics. We will set ambitious model employer targets
Executive owners:
Nick Green, Interim Chief People Officer
Maria O'Brien, Chief Nurse
Principle meaning: A step change in how we work with communities and third sector.
What are our priorities for year 2?
- Impact on outcomes or inequalities being measured in each place/service project
- Consolidation approach to funding, evaluating and sustaining third sector partnerships in place
- Contribute to major programmes in each of our integrated care systems to advance equalities and improve outcomes for the population we serve
How are we going to deliver this?
- Continue the development of the Community Collaboration Programme to systematise community engagement and involvement approaches and share good practice across the trust. Start to set formal place and service ambitions and targets now that the programme is established
- Build on existing third sector partnerships to create a substantial programme of grant funding in the third sector for 2022-23. Establish organisational oversight to ensure that funding is translated into long term services with clear measurement and sustainable benefits realised
Executive owners:
Ross Graves, Chief Strategy and Digital Officer
Graeme Caul, Chief Operating Officer
Principle meaning: Making the right things to do, the easy thing to do.
What are the priorities for year 2:
- Process automation programme brought on to a sustainable footing with rolling pipeline of automation projects
- HR processes fully mapped with 2 to 3 key processes having been optimised
- 1 to 2 consistent clinical processes deployed including relevant changes to system, coding and information
How are we going to deliver this?
- Development of a process centre of excellence approach that brings together process re-engineering
- Digital expertise to support process change and standardisation on a rolling basis across the organisation
- Project team focusing initially on mapping and redesign of HR back office processes in support of People First Programme
- Clinical pathway optimisation approach focusing on the user-led redesign of SystmOne to better support clinicians to deliver care and at the same time improve the quality and consistency of our data
Executive owners:
Tom Shearer, Chief Finance Officer
Dr Con Kelly, Chief Medical Officer
Principle meaning: our digital and data infrastructure and literacy as a key enabler to the changes we want to make
What are the priorities for year 2:
- A discovery exercise to establish and future proof our key business requirements and data challenges giving us a better understanding of leading-edge BI technology and what we need to do to get there
- A business case which aligns with our strategic technology and business insight aspirations
- A refreshed operating model and skills/capability assessment for digital skills
- Work management technology deployed across all our Urgent Community Response services
How are we going to deliver this?
Delivering the CNWL Digital Strategy through its supporting programme, covering
- Digital foundation
- Digitally enabled workforce
- Digital innovation
- Data informed trust
- Digital inclusion
Working through the NWL Community and Mental Health Collaboratives as a lead partner in the NWL Community and Mental Health Digital Strategy.
Developing a common approach to data and insight (replicable from Board to Ward) which triangulates workforce, finance/activity and quality.
Executive owners:
Ross Graves, Chief Strategy and Digital Officer
Tom Shearer, Chief Finance Officer
